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Project Manager : Project Manager Feb Mar 2014
ANDREW HANSEN Andrew Hansen is Chair of the NSW PMO Special Interest Group and a Committee member of the NSW Young and Emerging Professionals Special Interest Group. An Associate Director with TBH, Andrew provides project delivery across numerous industries in Australia and has high- level skills in the structured management and control of projects and portfolios. 36 Project Manager THE OFFICE Cast the net wider PMOs are often criticised for projects and portfolios that are misaligned with organisational strategy, according to recent research. The answer? Widen the PMO's departmental focus to an enterprise-wide approach. "WHAT DO YOU MEAN OUR PORTFOLIO isn't aligned to strategy?", the project management o ce manager asks. "All of our projects are approved by the CIO and the IT managers once we know the annual budget." A comprehensive research study of 750 global organisations that was conducted by Business Improvement Architects found that many PMOs are not successful in addressing the strategic bene ts of their organisations because they are departmentally based and not enterprise-wide. is reduces their span of in uence and limits corporate support. PMOs are more e ective and can better impact the bottom line when they operate at the corporate enterprise-wide strategic level, rather than at the departmental level, the research found. With just 43 per cent of sur vey respondents indicating that all levels within an organisation had embraced the direction of the PMO, but 60 per cent of inter viewees who headed department-based PMOs indicating that all levels of their departments embraced the direction of the PMO, the ndings suggest that departmentally based PMOs are successful in their ow n silos but not accepted outside their span of in uence. ey are therefore unable to in uence the organisation as a whole. An examination of the traditional PMO model compared to the more current corporate-wide (enterprise project management o ce, or EPMO) approach helps in building a case for shifting the PMO to the more strategic, enterprise-wide position. The traditional PMO Most PMOs are located within a single department in their organisation, generally IT or engineering. ey struggle to maintain a strategic orientation because they are not set up to a ect the strategic bene ts of the entire organisation. is is because many PMOs start with a grassroots approach. Initial e ort on the part of the PMO, according to the research, usually includes presentations to increase departmental awareness and provision of training for the management team to help ensure their understanding. is helps the PMO to move from a grassroots approach into a more formal structure. Generally, these PMOs gain success through their department. is success increased when the PMOs were able to gain executive sponsorship for their e orts; the research shows that executive sponsorship is a critical requirement for PMO success, while lack of it was a key reason for failure of the PMO. The EPMO e next evolution of the PMO is for it to move into the corporate side of the business. is allows the PMO to gain a strategic position within the organisation and works to ensure that projects proceed on the basis of their strategic alignment to the objectives of the organisation. A PMO that is organisationally based versus departmentally based is more likely to get executive support. After all, project management should not be a departmental strategy; it should be an organisational strategy. e senior management team can demonstrate a strong commitment to an EPMO by requiring all project teams to adopt the processes, tools and templates of the EPMO. e EPMO should ensure projects are aligned with corporate strategy and direction. Senior executives are most concerned with how an EPMO will positively impact the organisation as a whole, each individual department, and their customers.
Project Manager Dec Jan 2014
Project Manager Apr May 2014